Narcissism At The Executive Level
Narcissism and narcissistic personalities are not only to be found in Hollywood films, but also in offices and executive suites. Women in particular often intuitively sense when bosses or superiors are constantly concerned only with their own self-presentation. What used to work for a while in a professional world characterized by hierarchies and power struggles is now coming under increasing criticism.
Narcissism -time is over. The classic âcarrot and stickâ management style – i.e. reward and punishment – is becoming increasingly outdated. Employees, especially female specialists and managers, have higher expectations of their work, their workplace and the culture in the company. But why is narcissism so problematic for modern teams? And what does this have to do with the current shortage of skilled workers? Management consultant, executive coach and author Christian Conrad has the answers to these questions..
Narcissism – A look behind the facade
A narcissistic boss often appears charming and self-confident, scoring points with rhetorical skill and supposed sovereignty. However, there is usually a great desire for admiration behind this. Recognition is not simply received as a compliment, but as confirmation of one’s own inflated self-image. This can be particularly stressful for teams in which women often rely on cooperative, appreciative cooperation. This is because narcissistic managers tend not to recognize the achievements of others or even deliberately downplay them in order to put themselves in the foreground.
On average, women in professional environments pay more attention to interpersonal aspects such as fairness, team spirit and emotional support than the majority of their male colleagues. If these needs are ignored or interpreted as a weakness, motivation drops rapidly. And that has consequences: Many well-trained specialists – both male and female – switch companies as soon as a better opportunity arises elsewhere. In times of a shortage of skilled workers, this is a dangerous development for companies.
Carrot-and-stick no longer works
For years, the âcarrot and stickâ model was considered an effective way of keeping employees happy and keeping them in check at the same time. The formula was: those who performed well were rewarded (carrot), those who âstepped out of lineâ were punished (stick). In modern working life, however, this approach is increasingly reaching its limits. To be honest, I don’t think this method has ever worked in the long term. It misses the basic psychological needs of people in general.
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C&C Autor aus Bremen
Christian Conrad, Autor des Praxisbuchs âMagnetische Unternehmenskulturâ, Trainer und Coach bringt uÌber 25 Jahre FuÌhrungserfahrung und Know-how in nachhaltiger Unternehmensentwicklung mit. Als âChange Catalystâ unterstĂŒtzt er wachsende mittelstĂ€ndische Unternehmen dabei, das Problem âFachkrĂ€ftemangelâ fĂŒr sich zu lösen. Mit seinem einzigartigen Programm âEngagement Boosterâ, das die emotionale Verbundenheit der Mitarbeiter zum Unternehmen verstaÌrkt und messbar macht, setzt er neue MaĂstaÌbe in der FoÌrderung von ArbeitgeberattraktivitĂ€t und ProduktivitaÌt in Unternehmen.
